2015 Benchmarking Workshop Presentation
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The document outlines the agenda and details for the IAMFA (International Association of Museum Facility Administrators) Benchmarking Practices and Learning Workshop, including introductions, survey results, discussions on environmental guidelines, and various presentations on energy and sustainability issues. It provides insights into visitor statistics and operational challenges faced by museums, as well as the importance of benchmarking within the museum sector. Additional topics include measures for improving facility management through communication strategies and participation in demand response programs.
2015 Benchmarking Workshop Presentation
- 1. Welcome… The meeting will begin at 8:30 Match your folder color with the one on the table Write your name and organization on the tent card IAMFA BENCHMARKING PRACTICES AND LEARNING WORKSHOP
- 2. 8:30-10:00 Introductions 10:00 – 10:20 Break and Photo 10:20-11:20 Survey Results 11:20 – 11:50 ICOM Environmental Guidelines 12:00 – 1:00 Lunch 1:00 – 1:40 Energy, Sustainability & Utilities 1:40 – 2:15 Hot Topics and Emerging Issues 2:15 – 2:30 Break 2:30 – 3:45 Town Hall Discussion 3:45 - ?? Wrap Up / Critique of Workshop / Bar Agenda Overview:
- 3. Chicago Water Tower Constructed 1869 Only public building that survived the Chicago Fire White Castle Restaurants “borrowed” the design
- 6. Safety Moment: Fire alarm Exits Tripping hazards Hydration
- 7. Bill Caddick - Welcome
- 8. Your name Your institution: Name Location Age of oldest building Introductions – Previous Attendees
- 9. Harley-Davidson Museum Iolani Palace Canada Science & Technology Museum British Museum San Francisco Art Institute Introductions – New or Returning
- 11. • Opened in July 2008 (105th Anniversary) • 20 acre campus in beautiful Milwaukee, Wisconsin, 3 buildings, 133,000 SF • Approximately 165,000 visitors per year • 85% Caucasian • 38% Female • 11% International • 53% don’t have a M/C license • 45% of those want to learn to ride • 81% don’t own a H-D motorcycle • 50% want to buy a M/C • A “for profit” museum - two restaurants, The Shop, paid private events Harley-Davidson Museum 7.31.15
- 14. Harley-Davidson Museum Iolani Palace Canada Science & Technology Museum British Museum San Francisco Art Institute Introductions – New or Returning
- 18. Annual Number of Visitors • 2014 = 103,744 • 2013 = 110,987 • 2012 = 115,573 • 2011 = 105,377 • 2006 = 66,286 68,543 (thru July ‘15) This will be a record year!
- 19. Number of Visitors: 20-Year Historical Sept. 11th 40,000 50,000 60,000 70,000 80,000 90,000 100,000 110,000 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
- 23. Year 2014 Accreditation Presentation Feb. 26th Washington, DC Dec. ‘03 – Board approves vision statement Jun. ‘04 – New strategic plan Nov. ‘06 – CAP Jul. ‘09 – MAP Aug. ‘11 – AAM gives green light Apr. ‘13 – Completed application Nov. ‘13 – Site visit
- 25. Harley-Davidson Museum Iolani Palace Canada Science & Technology Museum British Museum San Francisco Art Institute Introductions – New or Returning
- 26. Harley-Davidson Museum Iolani Palace Canada Science & Technology Museum British Museum San Francisco Art Institute Introductions – New or Returning
- 27. IAMFA Annual Conference Benchmarking Workshop 20 September 2015
- 28. Introduction – Personnel Howard Evans Head of Property and Facilities Management Tim Osborne Building Services Manager
- 29. • Properties – Outlying Sites
- 31. Some Facts and Figures Founded1753 by Act of Parliament – Free admission to all “studious and curious persons” Visitor numbers – 1780: 5,000 – 2010: 5.8 million – 2013: 6.7 million – 2015: 7.1 million (forecast) – 2020: 8.0 million (target) Estate size: 118,000m2 / 1.27m ft2 Visitors to website: 34 million Collection: 8 million objects Loans out: lending circa 4500 objects
- 32. Properties – Main Site 1759 – Museum opened to public in Montagu House (built circa 1686) on current site in Bloomsbury 1808 – Townley Galleries 1827 – works to progressively demolish Montagu House and construct Smirke quadrangle building and King’s library 1827-1852 1857 – Reading Room 1885 – White Wing 1885 1907 – King Edward VII Galleries 1939 – The Duveen Gallery (opened 1962) 1979 – New Wing 2000 – Great Court 2014 – WCEC
- 33. Properties – Outlying Sites Perimeter properties at Bloomsbury Storage Facilities in London and outside of London There are a number of constraints and opportunities
- 34. The Focus Develop and improve the buildings for the benefit of our visitors In order to Extend and enhance their engagement with the collection Underpinning everything, we will Promote financial and environmental sustainability
- 35. The Challenges New space for collection and working on the collection Island site bounded on four sides Inefficient infrastructure Budgets Visitor engagement with growing numbers – Welfare facilities – Security, search and fire strategy – Hospitality
- 36. The Opportunities WCEC – Environmentally controlled storage – Logistic facility – Sainsbury’s Exhibition Gallery – Research & Conservation Facilities Non-collection storage Staff accommodation / back of house Agile use of space Wide scale reviews – Museum of the Future
- 38. Thank you!
- 39. Harley-Davidson Museum Iolani Palace Canada Science & Technology Museum British Museum San Francisco Art Institute Introductions – New or Returning
- 41. THE SCHOOL
- 42. THE BUILDINGS
- 43. T H E M U R A L
- 44. PUBLIC PROGRAMS Weekly rotating student exhibitions in the Diego Rivera Gallery Walter and McBean Galleries rotate exhibitions on a quarterly basis. Recent shows: Energy That Is All Around (Mission School), Doug Hall: The Terrible Uncertainty of the Thing Described. Weekly lecture series that are free and open to the public Salons, symposiums, Public Education, summer youth programs, and Concentrate
- 46. THE OTHER MURALS
- 47. FACILITIES CHALLENGES • Aging concrete in a marine environment • Decades of deferred maintenance • Historic buildings • 600+ STUDENT ARTISTS! • Institutional culture
- 48. WHAT’S NEXT?
- 49. COMING IN 2017!
- 50. 10:00 – 10:20 Stretch, Photo and Break
- 52. Keith McClanahan Facility Issues (928) 213-9767 keithmcc@facilityissues.com Benchmarking Survey Results and Trends 2015 IAMFA
- 54. Background Report Current year highlights Review data anomalies Comparisons with other groups How to use the benchmarking information Benefits to first year participants Presentation Outline
- 55. Background Report Current year highlights Review data anomalies Comparisons with other groups How to use the benchmarking information Benefits to first year participants Presentation Outline
- 56. IAMFA – Prior Conference Feedback Hot topics discussion is highly valued Networking is really why we are here… More of it Mix the seating up Use lunch time Free flowing discussion Presentations… “Just a few” Relevant
- 57. IAMFA – Steering Committee Brent Adams, Library of Congress Brian Coleman, Museum Victoria Jennifer Fragomeni, Exploratorium Kendra Gastright & Steve Hinz, Smithsonian Institution John Glen, Auckland War Memorial Museum Patrick Jones, Art Institute of Chicago Guy Larocque, Canadian Museum of Civilization Linda McMillian & Jack Plumb, National Library of Scotland Rich Reinert, Philadelphia Museum of Art Dave Samec, National Gallery Tony Young, Carnegie Museums
- 58. IAMFA Steering Committee Major Responsibilities… Adjustment/update survey Assistance in identifying new participants Format and layout of report Guidance in setting the Workshop agenda Always looking for ways to improve/add value
- 59. Survey Additions… Smaller institution survey < 50,000 gsf BAS/EMS
- 60. Survey Additions… Janitorial and Security Contractor Names Integrated pest management
- 61. Survey Enhancements Show graphical results by quartile Input gas energy value Implement minimum and maximum values
- 62. IAMFA – Schedule Schedule Dates Activity September 21 – October 9 Final data input/adjustments October 9 Final data revisions due October 23 Issue final report (electronic and hard copy as requested)
- 63. IAMFA Benchmarking Process: 1. Define Benchmarks & Reach Consensus 2. Enroll 3. Gather Data 4. Publish Comparisons
- 64. IAMFA Benchmarks 2014 Report 2015 Report
- 65. Benchmarking Groups Include… IFMA’s Utility Council Museum and Cultural Institutions (IAMFA) Facility Managers Roundtable (FMRT) Research Facilities Benchmarking Group (Labs) Outsource Providers
- 67. IAMFA Benchmarks 2014 Median: $3.79/GSF
- 69. IAMFA Benchmarks 2014 Median: $3.45/GSF
- 70. IAMFA Benchmarks 2014 Median: 40/GSF
- 72. IAMFA Benchmarks 2014 Median: $3.75/GSF
- 74. IAMFA Benchmarks 2014 Median: $1.96/GSF
- 75. IAMFA Benchmarks 2014 Median: $13.21/GSF
- 76. IAMFA Benchmarking Process: 1. Define Benchmarks & Reach Consensus 2. Enroll 3. Gather Data 5. Focus on Best Practices 4. Publish Comparisons
- 97. Increased use of VFDs
- 100. IAMFA Benchmarking Process: 8. Repeat 1. Define Parameters & Reach Consensus 2. Choose Partners 3. Gather Data 5. Focus on Best Practices 4. Publish Comparisons 6. Implement Ideas 7. Track
- 101. Keith McClanahan Facility Issues (928) 213-9767 keithmcc@facilityissues.com Using Benchmarking Effectively Communication Strategies for…
- 102. Components of Successful Benchmarking Explain the Benchmarking Cycle… Emphasize that this is a Continuous Improvement Process An Annual Cycle If this is your First Year explain that it will be a Learning Process Have Examples handy for each phase Survey Report A Best Practice
- 103. Utility Council Process: 8. Repeat 1. Define Parameters & Reach Consensus 2. Choose Partners 3. Gather Data 5. Focus on Those That Appear Better 4. Publish Comparisons 6. Implement Ideas 7. Track
- 104. Communication Strategy for Different Groups FM Organization – Key charts in a highly visible location Customers / Users – A short written summary report including where we stand and what we are doing to improve Senior Management – A Presentation of Key Findings and Action Plans
- 105. Identifies Under / Over Performance Basis for Goal Setting Creates an Acceptance for Change Identifies Improved Work Processes Improved Understanding of Organization Better Prepared for Outsourcers Auditors Focus on Other Departments Communication Strategy - For the FM Organization…
- 106. Comparing Our Costs With Peers Comparing Our User Satisfaction With Peers Expected Benefits – keep it short… Identifies Under / Over Performance Identifies Improved Work Processes Information on How We Are Doing Will Be Distributed Communication Strategy - For Customers and Users…
- 107. Comparing Our Costs / User Satisfaction With Peers (List the Peers) If this is Your First Time Don’t Promise Too Much Emphasize this will be a Learning Process Don’t Over-React to First Year Data Identify Where Collaboration is Needed for Non FM Data (i.e. Security) Communication Strategy - For Senior Management…
- 108. Components of Successful Benchmarking Analysis of Reports Review data submittal accuracy Question high/low normalized costs Understand why your site may not appear on a chart Identify critical charts
- 109. Key Charts… Operating cost distribution Electrical usage per area Energy usage per area Maintenance cost per area Janitorial cost per area cleaned Total operating cost per area FM budget as a percent of institutional budget
- 110. Components of Successful Benchmarking For the Final Report… Score Your Site by Category i.e Utilities, Maintenance, Custodial… Needs Work OK Doing Great Prioritize Action Items Based On Your Business Situation
- 111. Occupancy Surveys... Respond to all employees who provide a name or phone number Let them know if you are or are not implementing their request / suggestion Email or phone calls are fine
- 112. Benchmarking – Why??? The Benefits of Benchmarking Know how you compare Peers to network with Similar facilities Understanding of their costs structure Best Practices Implemented… Improved service Reduced costs or additional budget
- 113. Website: http://www.FacilityIssues.com Thank You More Information….
- 114. ICOM Environmental Guidelines Jack Plumb
- 115. IAMFA Chicago 2015 Mr Jack Plumb C.Eng MCIBSE MIET MSLL Head of Estates National Library of Scotland Environmental Guidelines for Collections
- 116. 1. Environmental Standards – Where did they come from 2. Environmental Standards – Current Standards 3. Environmental Standards – The Future
- 117. 1. Environmental Standards – Where did they come from
- 118. Friedrich Rathgen 1862 - 1942
- 123. Dr Alexander Scott Dr Harold Plenderleith
- 127. Blaenau Ffestiniog at Manod
- 128. 2. Environmental Standards – Current Standards
- 129. BS PD 5454:2012: 13°to 20°c; 55°to 68°f; 35% to 60% RH PAS 198:2012: 5°to 30°c; 41°to 86°f; 30% to 65% RH BIZOT: 16°to 25°c; 61°to 77°f; 40% to 60% RH +/- 10% 24hrs
- 130. It is acknowledged that the issue of collection and material environmental requirements is complex, and conservators/conservation scientists should actively seek to explain and unpack these complexities. Guidelines for environmental conditions for permanent display and storage should be achievable for the local climate. AICCM: 15°to 25°c +/- 4°per 24hr 59°to 77°f; +/- 14°per 24hr 45% to 55% RH +/- 5% per 24hr Seasonal Drift 40% to 60% AIC: 15°to 25°c 59°to 77°f; 45% to 55% RH +/- 5% per 24hr Seasonal Drift 40% to 60%
- 131. Pollution:
- 133. BS PD 5454:2012 10µw/lumen National Gallery 8µw/lumen PAS 198:2012 75µw/lumen 50 lux on a painting - defacto standard Maximum UVA (below 400nm) is the real challenge
- 134. Practical Guide to Sustainable Climate Control and Lighting in Museums and Galleries Steensen Varming Introduce concept of JNF (Just Noticeable Fade)
- 135. 3. Environmental Standards – The Future
- 136. The future and what it means Energy supply Climate change
- 142. Conclusions: Current level of energy consumption cannot be sustained Current environmental conditions cannot be sustained
- 143. So what do we do? Maintain humidity by temperature control Minimum energy for the minimum of time
- 144. Comiske Room - Lunch Charles Comiske… • First Baseman • Founder/Owner – Chicago White Sox • Formed American League • Built Comiske Park • Inducted into Baseball Hall of Fame 1939
- 145. Water savings initiatives/waterless fixtures Jennifer Fragomeni Guy Larocque
- 146. Waterless Urinals Canadian War Museum Guy Larocque - Director, Facility Management Patrick Jefferson - Head, Operations and Maintenance September 19 2015
- 147. • 12 waterless urinals currently installed at the CWM • Cleaned 4x per day by cleaning staff, $3,000 per year in materials • Weekly PM to flush lines and add trap seal as directed. Current Statistics
- 148. • Reduced domestic water consumption (600 000 l/yr or 158 500 gal/yr) • Improper cleaning methods lead to depleted trap seals and cause significant odour. • Waterless urinal use will damage traditional drainage piping unless lines are flushed routinely or are made from purpose designed materials. Keep this in mind if retrofitting. Points of Interest
- 149. Demand Response Tony Young Patrick Jones
- 150. IAMFA Benchmarking Topic Demand Response Non-electricity (regulatory) costs are becoming a much more significant cost component. Museums should actively manage their demand by: I. Entering into a demand response program. II. Installing real-time electricity meter monitoring.
- 151. $0.0000 $0.0100 $0.0200 $0.0300 $0.0400 $0.0500 $0.0600 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Energy Cost Non-Energy Cost The Art Institute of Chicago ComEd Account 8725042006 (111/112/116) Comparison of Cost/kWh of Energy and Non-Energy Components Fiscal 2015 & Fiscal 2014
- 152. The Art Institute of Chicago Demand Response Event Monday July 20th, 2015
- 153. The Art Institute of Chicago Demand Response Event Monday July 20th, 2015
- 154. The Art Institute of Chicago Electricity Meter Activity – Peak Summer Day Friday July 17th, 2015
- 155. The Art Institute of Chicago Aggregate Demand – Chillers Only Friday July 17th, 2015
- 156. The Art Institute of Chicago Aggregate Demand – Non-Chiller Friday July 17th, 2015
- 157. Waste Audits Canadian Museum of History Guy Larocque - Director, Facility Management Patrick Jefferson - Head, Operations and Maintenance September 19 2015
- 158. • Mandated by provincial legislation • To identify, quantify and detail pathways of waste and recycling composition • To outline sustainability success and plan for the future • To highlight anomalies in handling costs, opportunities for diversion and possible savings in time and costs Why Perform a Waste Audit?
- 159. Results
- 160. • Invite feedback and/or suggestions from employees and visitors • Increase participation by adding signage with pictures to recycling and waste containers. • Include instructions to empty and rinse containers to prevent contamination and excess weight of liquids. • Post recycling program initiatives and acceptable materials in public common areas • Participation in annual awareness campaigns • Increase monitoring presence and routine inspections Ways to Improve
- 161. Best Practices External energy audit of site an equipment Just relocated to an area that is well established, but entirely new to me…. Set the expectations at the outset that I would not make substantial changes in the first 90 days; instead, spend time taking stock, assessing current conditions, and getting the lay of the land before implementing strategies for the future. Annual PM work for all of our AHU frequency drives after having issues with two of our drives not starting after a shutting them down for a pump PM. New Pest Treatment Facility (thermal and anoxia) in WCEC Best restroom challenge Green Impact Scheme at NHM
- 162. Best Practices Improved communication on capital project progress via our Intranet homepage
- 163. Best Practices Creating a personnel location spreadsheet – useful for showing at a glance which spaces are available.
- 164. Best Practices Getting the Estates Helpdesk running smoothly (14 months in operation).
- 165. Best Practices Building Condition Survey carried out and format agreed – useful for showing upcoming targets for fabric maintenance.
- 166. Best Practices Using shared and common project files via the Intranet “Sharepoint.”
- 167. Issues to discuss Risk Management/OHS/ Workers Compensation - explosive costs and management of associated risks One of the discoveries in the first 90 days at my new location is that some staff feel disenfranchised by the processes currently in place. My plan is to build solutions through transparency, SWOT analysis, and a collaborative team approach to process development. I’d be interested in how others handle such transitions… Setting SLA targets for the Estates helpdesk Specifying LED lamps Rapid climatic changes (day to day temperature and humidity swings) Handover of new project and transition to operations; and impact of growing numbers on operations such visitor services/security and visitor welfare facilities Filling technical based vacancy positions